Integrated marketing communications explored karen ryan

INTEGRATED MARKETING COMMUNICATIONS EXPLORED

INTEGRATED MARKETING COMMUNICATIONS EXPLORED

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Gloverall: Brand Perspectives in a Global and Digital World Looking beyond authenticity to deliver a successful integrated marketing approach in an age of omni-media and digital?

ASSIGNMENT: INTEGRATED MARKETING EXPLORED STUDENT NAME: KAREN RYAN STUDENT NUMBER: S4679591 WORD COUNT: PARTS I – IV 5418 MA REFLECTIVE BLOG: http://hellomastudy.tumblr.com/ MA PINTEREST: https://www.pinterest.co.uk/thegirlguide/aub-ma/ 2

INTEGRATED MARKETING COMMUNICATIONS EXPLORED ASSIGNMENT CONTENTS: INTRODUCTION PART ONE 1.1 Situation Analysis 1.1.1 Company 1.1.2 Competitors 1.1.3 Customers 1.1.4 Collaborators 1.1.5 Climate PART TWO 2.1 Identify the strategic challenge - analysis and objectives 2.2 E-communications brand objectives PART THREE 3.1 Formulate, analyse and optimise strategic alternatives 3.2 Proposition and e-marketing mix 3.3 Market and product positioning 3.4 Content management 3.5 Customer acquisition and retention 3.6 Social media marketing PART FOUR 4.1 Implementation - tactics, actions and control 4.1.1 Investment and Budget 4.1.2 Risk assessment/resourcing 4.1.3 Execution timeframe 4.1.4 Potential success or failure/ success factors for managing change 4.1.5 Measure and Report/measurement and testing 4.2 Conclusion PART FIVE 5.1 Appendices I – Key financials II – Competition income statement III – You tube transcript IV – Example of web image content V – Social media real time tracking 5.2 Glossary 5.3 Reference List

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

Gloverall: Brand Perspectives in a Global and Digital World Looking beyond authenticity to deliver a successful integrated marketing approach in an age of omni-media and digital?

Introduction – This report explores integrated digital marketing communications [IDMC] using a case study of the iconic and authentic British outerwear brand Gloverall. It explores the changing face of their IDMC landscape and particularly the current and future implications for communications and the channels of communication in a digital age.

In terms of structuring the report, two complimentary models are used, the SOSTAC Model [Smith 2011] and the RABOSTIC IMC Planning Cycle [Pickton & Broderick., 2011] with key topics explored across the report [See Figure 1]. The RABOSTIC model has a structured approach in order to identify how integrated marketing communications are planned, organised and managed.

The SOSTAC model developed by PR Smith [2011] is simple and logical and lends itself to building digital marketing plans. In Digital Marketing Needs Firm Commitment, Chaffey [2014] advises “the SOSTAC planning framework (Situational analysis, Objectives, Strategy, Tactics, Action and Control), invented by P.R. Smith should be carried out regularly as the digital marketing landscape changes rapidly.”

REPORT STRUCTURE Pickton & Broderick’s RABOSTIC Model

GLOVERALL Report

PLANNING Questions

PR Smith's SOSTAC® model

PART ONE 1.2 Situation Analysis

Where are we now?

Situation analysis

Research Audiences Budget

PART TWO 2.1 Identify the strategic challenge – analysis and objectives

Where do we want to be?

Objectives

Objectives

PART THREE 3.1 Formulate and analyse strategic alternatives

How do we get there?

Strategy

Strategy

PART FOUR 4.1 Implementation - tactics, actions and control

What tactical tools to use?

Which action plans needed?

How do we manage process?

Tactics Actions Control

Tactics Implementation Control

Figure 1: Gloverall report structure [Ryan 2017]

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED PART ONE (750 words) 1321 1.1 Situation Analysis – The situation analysis is intended to provide a background about Gloverall together with an overview of its current situation within the competitive environment. It uses several methods of initial marketing analysis which covers the internal organisation and micro and macro environments, the 5 C’s [1.1.1 – 1.1.5], SWOT [See Figure 2] and PESTEL analysis [See Figure 6].

Figure 2: A graphical representation of SWOT analysis in relation to Gloverall [Ryan 2017]

1.1.1 Company Founded in 1951 from the words Glove & Overall, the Gloverall duffle coat has gained iconic status as a design classic with coats manufactured at their custom-built factory in Northamptonshire. Over the last 60 years Gloverall has become a respected and loved British outerwear brand. Gloverall has gone from a family owned business to a global brand exporting to more than 40 countries worldwide and their export sales received recognition and awards across the 1960’s to the 1990’s. Gloverall is a public limited company and is owned by E. Land Int. Co. based in Shanghai. The parent company also own a number of sister companies including: the luxury Italian accessory brands, Coccinelle Spa and

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED Mandarina Duck and a number of traditional knitwear, kilt and regalia companies based in Scotland and Canada.

In 2016 Gloverall’s’ overall pre-tax profit was 4.25 million with net sales of 4.5 million and export sales accounting for around fifty percent. Whilst profit has increased over the last five years by almost 100%, net sales have decreased by almost half and advertising and commercial costs were reduced significantly in 2016 [See Appendix I and II]. The main focus of Gloverall’s sales are through their e-commerce platform. However, with online growth in the UK expected to take 29% of the market by 2010 [PwC 2016] it would make financial sense to remain focussed on their online platform.

Gloverall’s market comes under the “premium lifestyle segment” and they produce ‘single product heritage’ [PwC 2016]. Men’s and boyswear has been the main focus however Gloverall have expanded in recent years to include: women’s, children’s and accessories. In terms of market position and pricing Gloverall are around the mid to luxury end of the brand pyramid model [See Figure 3] with a men’s and women’s classic duffle coat retailing at £399.00.

Figure 3: Basic Fashion Hierarchy Model [amended from Posner 2012, p.13]

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

Authenticity and heritage is intrinsic to Gloverall’s brand value proposition and remains one of its key USP’s whilst competing with ‘premium lifestyle’ brands outlined below.

1.1.2 Competitors Barbour originated in 1894 and like Gloverall their roots are based around British heritage and lifestyle/countrywear clothing for men, women and children. They are historically known for their classic wax jackets and operate largely from their South Shields factory and headquarters.

Barbour have twenty-one stores in the UK, including several outlets; a wide range of stockists and an e-commerce selling platform and have a global presence in over forty countries worldwide.

At end of year April 2016 Barbour’s pre-tax profit was 28 million with net sales of 204 million and export sales accounting for almost fifty percent. Their profit and net sales have increased by almost 100% over the last five years and advertising and commercial costs have doubled over the past five years [See Appendix I/II]. Barbour are positioned in the mid to luxury sector [See Figure 3] with a men’s and women’s classic wax jacket retailing at £249.00.

Originating in 1907, Belstaff [famous for their waxed-cotton Trialmaster jacket] developed a heritage around British sporting events, expedition and exploration and produce collections for men’s, women’s and kidswear. Belstaff have fourteen stores: in the UK, New York and Germany and sell globally through their web platform to Europe, Australasia, South East Asia and the Middle East.

Belstaff recently appointed a new CEO and creative director to re-focus the brand on a modern consumer. Previous brand re-inventions had faltered and the company have taken a strategic decision to position prices 30 percent lower going forward, and have cut company costs by 40 percent [Ahmed, O. 2017].

At end of year Dec. 2015 Belstaff’s pre-tax profit were down 37 percent at 5.4 million with net sales of 7.8 million. Export sales and advertising and commercial costs were not available

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED [See Appendix I/II]. Belstaff are positioned in the luxury sector [See Figure 3] with a men’s and women’s classic wax jacket retailing at £595.00.

Original Montgomery date back to the 1890’s and have grown with an almost identical history as Gloverall producing the classic duffel coat originally for the military, trading on an authentic British heritage. Owned by Montgomery Outdoor Clothing they sell through their e-commerce platform currently to the UK, Italy, United States and Germany.

At end of year Dec. 2015 Original Montgomery’s assets were assessed to be 1.3 million [See Appendix I/II]. Export sales, advertising and commercial costs were not available for analysis.

Montgomery Outdoor Clothing also run a separate online platform, Duffle Coats UK which promote the same range and pricing. In terms of market positioning and pricing Original Montgomery are about the same mid-level of the market as Gloverall [See Figure 3] with a men’s and women’s classic duffle coat retailing at £195.00.

Figure 4: A graphical representation of the competitive positioning map in relation to Gloverall [Ryan 2017].

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED 1.1.3 Gloverall’s Customers Customers - have evolved from predominantly menswear to men’s, women’s and kid’s which should have potentially widened Gloverall’s customer base. However, advertising social media and feedback tends to be male dominated [See Appendix V].

Demographics – Gloverall’s target customers are generation X 34-54 [Pelsmaker.,2013 refers to this age range as 30-40], an affluent, urban professional, currently male dominated with opportunities for growth in women’s and kidswear.

Advertising B2C is currently through the web site and social media channels, some B2B advertising occurs through trade shows and through many short-term collaborative ventures [See Figure 5]. B2C communications could be targeted more cohesively to potentialise the online experience, website and e-store design. B2B communications could be strengthened by building relationships with aligned brands and licensees for longer term growth and investment [see 1.1.4].

•

Market size and potential growth – There is enormous potential for engaging a wider target market [as mentioned above].

•

Customer wants and needs – the customer wants good quality based on an established design classic and needs reliable outerwear clothing but also associated products.

•

Motivation to buy the product – customer incentive is largely based on originality, quality, authenticity and heritage but could develop the brand attitude to widen the current segments and appeal to more micro segments.

•

Distribution channels (online, retail, and wholesale) – Gloverall retail B2C via their online web platform and B2B selling wholesale through trade shows [Jacket Required – London] to independent retailers.

•

Quantity and frequency of purchase – the nature of the product dictates a small and infrequent purchasing behaviour and is largely seasonal. There is much potential for product diversification including personalisation and garment care.

•

Income level of customer – the predicted level based on analysis of social media interaction and sales is an average HHI of £80,000 AB and A, B, C1.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED 1.1.4 Collaborators Gloverall has worked with a number of potential partners, influencers and collaborators [See Figure 6], and attended trade shows and briefed outside agencies to produce marketing and promotional material. This has been a largely scatter gun effect over a number of years not reflected by ROI [See Figure 5]. Implementing and IDMC plan would help Gloverall to plan and invest over the longer term to develop licensing, and more beneficial collaborative relationships.

Figure 5: A chronological timeline in relation to Gloverall’s net sales [including export] and advertising costs [Ryan 2017]

1.1.5 Climate Lastly in order to fully understand Gloverall’s business climate and see where there is potential for change, the report analyses the external environmental factors that could affect the business going forward through a PESTEL analysis:

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

Figure 6: A graphical representation of PESTEL analysis in relation to Gloverall [amended from Thomas & Housden 2017, p.146]

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED PART TWO (1,500 words) 1588 2.1 Identify the strategic challenge - analysis and objectives Whilst the situation analysis gave an overview of the internal, micro and external factors relating to Gloverall [supported by SWOT, PESTLE and 5c’s framework], the report now critically considers and evaluates those concepts, alongside supporting frameworks and models in order to provide a theoretical context for the analysis. What are the strategic options? Whilst also hi-lighting the strategic issues and challenges that face Gloverall.

Reflecting on the research models: SWOT and PESTLE in the situation analysis, the report highlights Gloverall’s key issues using Okonkwo’s [2007] luxury business fashion model [See Figure 7]. This model is similar to the SOSTAC and Rabostic models but uses graphical representation to simplify the objectives and strategies and works well for new and existing businesses [Okonkwo 2007].

CURRENT SITUATION

Core competences

Brand equity

Luxury consumer

Luxury competition

Unique/niche product

Global Export recognition

Authenticity & Heritage

Distinctive

Intelligent

Discerning

Sustainable

Local/Global

Diversification

E-commerce

Accessibility /Availability

Figure 7: Gloverall’s current situation aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 272]

In Luxury Fashion Branding [2007], Okonkwo discusses the luxury sector who seemingly have an aversion to marrying the creative and business needs of a company together and leave strategic planning to chance. Some lack of strategic planning is evident, reflected

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED through Gloverall’s web content, image optimisation, customer and social media connectivity.

In terms of core competences, Gloverall are an iconic brand with a ‘single product heritage’ making them highly equitable in terms of attracting investment. In Marketing Communications, Pelsmaker [2013] uses the hypothesis that if a recognised brand is sold it is often the brand equity that would generate an income and not necessarily the sale of the nuts and bolts: buildings, machinery, etc. Based on this analogy the positive competencies for Gloverall are listed below: •

They attract customers based on their historical authenticity and heritage.

•

They have a strong ‘Britishness’ or cultural appeal particularly in Japan and China; their narrative could be curated further for the modern consumer [see Appendix III].

•

They have received many accolades over the years for export, although this is less apparent since the millennium.

•

Their manufacturing and production facilities are mainly based in the UK. The single product heritage’ has features that make it unique; all attractive to the luxury customer.

If we analyse the luxury customer in Okonkwo’s model [2007] and align it to Gloverall’s target audience the similarities are: •

Distinctive and original

•

Intelligent

•

Discerning

•

Ethical attitude.

The strategic challenges for Gloverall [See Figure 8] are the following issues and objectives: •

Increasing existing sales and expanding the single product area

•

Producing cohesive content and image across platforms

•

Driving new business, attracting and keeping customers

•

Building influencers, partners and collaborators

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

STRATEGIC CHALLENGE

Gloverall Issues

Gloverall Challenges

Maintain sales across existing product areas

Increase existing sales and expand product area

In-cohesive brand image and content across communications

Customer engagement and acquisition

Establish Links

Produce cohesive Drive new business Build influencers, content and image attract and keep partners and across platforms customers collaborators

Figure 8: Gloverall’s strategic challenge aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 273] These strategic objectives closely align themselves to Chaffey’s RACE framework which is a digital strategy frequently used to assess online business [Chaffey 2014]. The following example uses the RACE framework with Gloverall’s key objectives with the SOSTAC digital marketing planning objectives in italics [Smith 2011]:

Reach - reach new prospects through amplification Search engines, social networks and blogs •

Increasing existing sales and expanding the product area by optimising the most effective channels to build an audience

•

SEO, increasing links and improving display position.

•

Reputation management

•

Controlled social media with engaging and frequent activity

Inter-Act - encourage interaction to produce new leads Web site, blog, community and interactive tools •

Producing cohesive and inspirational content and image across the web site

•

Analyse customer interaction and other KPI’s using analytical tools e.g. google analytics.

•

Calculate ROI and revenue

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED Convert - conversion, using social recommendations E-commerce process, product, price and promotion •

Driving new business, attracting and keeping customers

•

Update and re-design website

•

Increase multiple visits

•

Look at marketing options, email etc.

Engage - encourage customers to act as advocates via sharing, recommendations Customer advocacy •

Building influencers, partners and collaborators

•

Create and share customer experiences.

•

Feedback and satisfaction analysis.

This framework is explored further using SMARRT objectives and KPI’s to analyse how Gloverall can achieve these goals, where there are gaps, and which marketing activities they should optimise as part of their strategic plan going forward.

In terms of Increasing existing sales and expanding the product area the competition has mastered the domestic market, and have expanded globally; diversifying their product from one distinctive piece i.e. the wax jacket, to expanding their range to include a wider range of products that appeal to their existing target market whilst also attracting new customers including the nuclear/blended family; men’s, women’s and kids. This is an area Gloverall need to strategically plan in terms of complementarity, sourcing, production and marketing effectively. The KPI’s for measuring these outcomes effectively online are: •

Visits

•

Unique visitors and fans

•

Bounce rate

•

Brand mentions/share of voice

•

Outreach: influencer contacts

When it comes to producing cohesive content and image across platforms, Gloverall could attract a wider market share and attract micro segments by improving their website and social media content. Presently Gloverall [in comparison to their competitors Barbour

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED and Belstaff] look visually weak, with unplanned creative content across the website and social media channels. Gloverall have in the past initiated agency campaigns with Egelwick & Webb and Vast Digital [as outlined in the chronological timeline, see Figure 5] and have recently revealed a web re-launch for A/W 2017. The KPI’s for measuring these outcomes effectively online are: •

Visits to product page

•

Add to cart

•

Bounce rate

•

Pages per visit

•

Product page conversion

In terms of driving new business, and attracting and keeping customers, Gloverall have competition in the same market [Belstaff and Barbour] and also the threat of substitute competitors [Old Montgomery and Dufflecoatsuk], however according to Byron Sharp [2010] most brands share the same pool of buyers as their competitors, therefore Gloverall need to be distinctive more than conventionally differentiating themselves from their competitors. The KPI’s for measuring these outcomes effectively online are: •

Conversion rate

•

Unique visitors and fans

•

Average order value

•

Revenue or goal value per visit

•

Audience share

Building influencers, partners and collaborators means Gloverall needs to identify engaged customers and nurture them as advocates. Smith and Zook [2011] point out that “a small irregular buyer who posts ratings and reviews could influence another 100 people”, whilst Byron Sharp [2010] believes attracting new customers [penetration] is more important than building on light usage. The KPI’s for measuring these outcomes effectively online are: •

Repeat conversion rate

•

Frequency

•

Active customers

•

Social engagement

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED •

Reviews

•

Complaints

•

Satisfaction

SOCIAL MEDIA KPI PYRAMID

Revenue Reputation, CSAT

Share of Voice, Resonation, WOM, Support Response, Insights Intake

Clicks, Fans, Followers, RT’s, Views, Check-ins

CSAT [customer satisfaction], WOM [word of mouth, RT’s [Re-tweets].

Figure 9: Social media KPI pyramid [Ryan 2017] Previously the report discussed Okonkwo’s [2007] theory that many companies in the luxury sector leave strategic planning to chance. This report hopefully goes some way to reflect Gloverall’s key issues, and where they could successfully implement a digital strategy going forward.

2.2 E-communications brand objectives A good model to specifically analyse digital goals for e-communication in the short and long term is Pelsmaker’s model [See figure 10]. It hi-lights four specific digital marketing goals: generating brand awareness, shaping brand image and brand attitudes, generating trials and creating loyalty. These could be all be applied and adapted to suit Gloverall’s’ future lDMC plans as suggested in Figure 10.

In order to build Gloverall’s business model it must be brand specific but also needs to be flexible in order to accommodate and company and market changes.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

DIGITAL MARKETING GOALS Generating brand awareness to reinforce the brand via owned online advertising, generating content sponsorship, licensing and social media marketing.

Shaping brand image to gain distinctiveness/differentiation from their competitors via online advertising, e-mail marketing, mobile marketing and online competitions.

Generating trial to gain new customers and competition through online advertising, e-mail marketing, mobile marketing and online competitions.

Creating loyalty by influencing customers buying behaviour via email marketing, online communities and online loyalty programmes.

Figure 10: Gloverall’s brand specific digital marketing goals [amended from Pelsmaker’s model 2013, p.487].

The following table, [Pelsmaker 2013. pp.59] explores the brand equity components and benefits, which Gloverall scored highly on in key competencies [p.12] and could exploit further as part of any digital strategic planning. These components of brand equity are also supported in similar models by academics, Chaffey [2011] and Aaker & Joachimsthaler [2009].

BRAND EQUITY COMPONENTS & BRANDING BENEFITS Brand Equity Components

Benefits

Brand awareness

• Brand in evoked set • Influence on attitude and perceptions • Signal of substance/commitment

Product performance/perceived quality

• • • •

Price premium Differentiation/positioning Reason to buy Brand extension potential

Imagery associations (user type, brand personality, history, feelings)

• • • •

Differentiation/positioning High price premium Reason to buy Brand extension potential

High brand loyalty

• Reduced marketing costs • Attracting new customers • Time to respond to competitive threats

Figure 10: Gloverall’s Brand equity components and benefits [amended from Pelsmaker 2013, p.59]

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED Gloverall draw heavily on their cultural authenticity and Britishness. With a strong brand equity, Gloverall could promote a shift in brand attitude, drawing on their alternative history. Over the decades, musicians and politicians with a strong stance [in terms of their beliefs] have worn the duffle coat. This promotion of new imagery associations could make Gloverall’s product more distinctive from their competitors and create a stronger brand personality.

Brand extension potential exists for Gloverall as brands such as Toast and Hush [who originally both sold pyjamas as their single product offer] have cleverly expanded their ranges to include relaxed lifestyle clothing and accessories which complement their existing brand essence. Brand extension potential exists, and there is a massive opportunity to expand the range to include products that complement the outerwear market sector, including accessories and diversification of material weights to span the seasons more effectively in order to achieve growth.

In terms of Gloverall growth and acquisition in the future, Toast and Hush both originally sold on-line, Toast now has a small range of stores in key geographic locations that access their target market and Hush are building a range of concessions within John Lewis and pop-ups in target towns which has improved accessibility and growth of their domestic markets.

Gloverall’s web content needs to synchronise image, product and availability. Recently the accessories home page featured watches with no product availability to support the promoted product, there are many examples of pixelated product shots on the main page and value/mass market catalogue style images on the product pages. This inconsistency could result in low expectations, a disappointing customer experience and the possible result of customers defecting to their competitors.

All of these factors are important in terms of brand development and customer engagement and relate closely to any gaps, consumer insight and attitudinal behaviour previously discussed.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED PART THREE (1500 words) 1375 3.1 Formulate, analyse and optimise strategic alternatives In this section, the report further assesses the issues facing Gloverall and identifies any significant gaps, alongside consumer insight analysis to better understand Gloverall’s customer and their organisational attitudes and behaviours, using tactics including the emarketing mix, the communications mix, and social networking.

DETAILED REPORT STRUCTURE GLOVERALL Report PART ONE 1.2 Situation Analysis

PLANNING Questions Where are we now? § Low sales across existing product area § In-cohesive brand image and content across communications § Customer engagement and acquisition

PR Smith's SOSTAC® model

Pickton & Broderick’s RABOSTIC Model

Situation analysis

Research Audiences Budget

PART TWO 2.1 Identify the strategic Challenge - analysis and objectives

Where do we want to be? § Increase existing sales and expand product area § Produce cohesive content and image across platforms § Drive new business attract and keep customers § Build influencers, partners and collaborators

PART THREE 3.1 Formulate and analyse strategic alternatives

How do we get there? § E-communication goals Strategy § Generating brand awareness § Shaping brand image and brand attitudes § Generating trial § Creating loyalty

PART FOUR 4.1 Implementation - tactics, actions and control

What tactical tools to use?

Which action plans needed?

How do we manage process?

Tactics Actions Control

Objectives

Strategy

Tactics Implementation Control

Figure 11: Gloverall detailed report structure [Ryan 2017]

A major influence on any brand/product/ performance is the organisational structure and attitudinal response of how a brand is managed. In Marty Neumeier’s, The Brand Gap [2006] he uses three basic models to demonstrate how most companies approach brand management and integrated marketing communications: 1. Outsourcing the brand to a one-stop shop 2. Outsourcing the brand to an agency 3. Stewarding the brand internally As with many brands Gloverall have sporadically used a combination of these. The first two models, whilst proving efficient and unified put any responsibility in the hands of the

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED agency, and lacks any parity or control. The third combination allows the brand to have complete autonomy with the luxury of stewarding the brand internally, many marketers promoted external pre-the millennium.

The following graphic uses Neumeier’s third model to illustrate an integrated marketing C team, and uses the RACE model to hi-light the key challenges: Identity and brand strategy – R - Drive new business and attract and retain customers

ADVERTISING CREATIVE SERVICES

RESEARCH

DIRECT RESPONSE

Events – E Build influencers, partners and collaborato rs through social media channels

IDENTITY

ANNUAL REPORTS

POP DISPLAYS

EVENTS

SUPPLIERS

COMPANY EXHIBITS

PROMOTIONS

PUBLIC RELATIONS

Web design and creative services C - Produce cohesive content and image across platforms [see content management p.18].

PACKAGING

BRAND STRATEGY

WEB DESIGN

PUBLICATIONS

PRODUCT DESIGN NAMING

Product design – A Increase existing sales and expand product area – value proposition

Figure 12: A graphical representation of the IMC Team in relation to Gloverall [amended from Neumeier 2006, p.59]

3.2 Proposition and e-marketing mix In terms of hi-lighting significant gaps and also clear opportunities, these are explored using Smith’s 8 P’s [Chaffey & Smith 2013], including the 8th P for ‘digital partnering’.

Product – To extend their current product offer [accessories, watches, seasonal outerwear] and customise their single core product [the iconic duffel], and offer personalised, new life and end of life services enhancing customer relationships and engagement.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED Price – To promote, and not undermine the core and expanded product area whilst promoting sale/discounted products in a discretionary format. De Pelsmaker in Marketing Communications [2013] said “good marketing can be defined as avoiding the price tool as much as possible”, therefore replacing the tab ‘outlet’ with a more discretionary ‘archive’ link to make sale products more attractive.

Place – in terms of user experience and connectivity, the site and social media send mixed messages and the current product shots and model images are not aligned to the luxury target market. Models, diversity, still life photography and image optimisation could all be improved.

Promotion – A social media plan is essential as a baseline social media study [Appendix V] hi-lights potential issues. Gloverall need to distinguish which products they want to promote through the use of social media based on product availability, establishing market share and growth.

People – Re-evaluating how social media content is managed, web site navigation, and electronic customer relationship management [Okonkwo, 2007].

Process – Over the course of this report our case study brand ‘Gloverall’ started to update their website on 1st September with a new landing page, look book and optimised images, including design and font. Innovative digital solutions are attractive to gaining new customers to the site and retaining existing customers but only if the message is integrated. The web site development is a positive development although integration is key across the e-commerce channels.

Physical Evidence – An IMC strategy going forward should allow more analysis of customer interaction, SEO and web insights across the website and social media to fill gaps and potentialise opportunities.

Digital partnering - Particularly developing relationships with Influencers that Gloverall customers know about and respect [bloggers]. Link partners that Gloverall can co-operate

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED with to help SEO and advertising partners that Gloverall can build a strategic, long-term relationship with for example [fashion publishers]

Product • Brand • Quality • Design Price • Diversification • Superior quality • Personalisation • Value • Availability • Positioning

Digital Partnering • Collaboration • Licensing

•

Physical • Experience of brand • Online experience • Customer engagement

Target Target Customer

Process • Customer focus • Innovative digital solutions

Discounts Place • Retail • Wholesale • Local-Global • Search engine visibility • Connectivity

Promotion • Brand uniqueness • Social media Marketing

People • Culture/image

THE 8 P’S THE DIGITAL MARKETING MIX

Figure 13: A graphical representation of the 8 P’s of Marketing in relation to Gloverall [amended PR Smith 2011] In terms of a preferred model the report has previously referenced Okonkwo’s luxury fashion business model [2007] to illustrate the current situation and strategic challenge.

The next model illustrates how to formulate and analyse the strategic alternatives, which summarise and align to many of the outcomes from the 8 P’s and the marketing mix.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED

Figure 14: Gloverall’s strategy alternatives aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 273]

3.3 Market and product positioning One of Gloverall’s key challenges is to increase existing sales and expand the product area. This is a key challenge that could provide a positive online value proposition [OVP], and offers a strategic alternative. E-Business and E-Commerce Management [Chaffey/Ghosh 2011 p.407], suggests that product development adds ‘value’ to existing products and ‘digital value’ to the customer. A strategic product development plan would attract new advocates, generate new sources of revenue and complement the existing product offer, resulting in: •

Building an audience/online community which would support the existing brand and make the brand distinctive from their competition [also aligned to a social media strategy].

•

Adding value to existing products

•

Increasing the product range

In terms of market penetration [Chaffey 2011 p280], product diversification could have an overall market effect of: •

Increasing market share growth –competing more effectively online

•

Improving customer loyalty – adding value to existing products services and brand

•

Improving customer value – increasing customer profitability by increasing purchase, usage and quantity.

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INTEGRATED MARKETING COMMUNICATIONS EXPLORED 3.4 Content management The second of Gloverall’s key challenges is to produce cohesive and dynamic content across platforms including: website, social networks and mobile platforms to generate customer engagement using an integrated content strategy, this could lead to: •

Exceptional quality content, and to be ‘useful, compelling and meaningful’ [Chaffey 2011]

•

Improvement of customer satisfaction, experience and engagement

•

Improvement of online analytics and SEO

•

Ongoing support of the brand essence

This could also encompass user generated content, including: •

Customer reviews

•

Customer ratings

•

Customer comments

In order for this to work effectively Gloverall would need to review their organisational processes and bring web, branding and marketing functions together to provide an effective content strategy. This is where Gloverall could consider Neumeier’s [2006] model of stewarding the brand internally when producing a successful digital marketing campaign.

3.5 Customer acquisition and retention The third and fourth of Gloverall’s key challenges are to drive new business, and attract and keep customers and build influencers, partners and collaborators. This relies on establishing targeted online marketing communications through digital channels using PR and possible public-figure factor, suggested by Arora [2010] to draw customers to the dynamic content. For Gloverall the key online digital media channels for traffic acquisition could include: •

Search engine optimization [SEO]

•

Regularly update feed/content in relation to product [relates to content strategy managed internally]

•

Online PR [low cost and good for targeting]

•

Online partnerships

25

INTEGRATED MARKETING COMMUNICATIONS EXPLORED •

Email marketing [data base capture which would be effective but requires data optin May 2018]

•

Social media marketing [low cost and micro managed internally]

And offline: •

Direct mail/look books [increase awareness but relatively costly]

•

Sponsorship and licensing [invest in longer term relationships with affiliates]

•

Events and pop-ups [ one off costs, short term and targeted]

Investing in online and offline communications would significantly increase the probability of maintaining customer satisfaction, which drives loyalty and profitability [Chaffey 2011] by: •

Increasing sales

•

Encouraging repeat customers

•

Encouraging repeat visits

3.6 Social media marketing And finally, in this section the report looks at social media marketing, which is part of a broader customer engagement strategy encompassing brand, market, product positioning, content management, customer acquisition, conversion and retention. It has been referenced throughout the report and would be a major part of Gloverall’s future strategy due to its current weakness of social media engagement [See Appendix V].

THE HONEYCOMB OF SOCIAL MEDIA

Figure 15 The Honeycomb of Social Media [Kietzman et al., 2012 p.110/116].

26

INTEGRATED MARKETING COMMUNICATIONS EXPLORED

The honeycomb blocks that are most pertinent to Gloverall’s current social media situation are: •

Relationships – nurturing existing relationships and growing new ones

•

Conversations - curating conversations and staying connected short updates

•

Reputation – increasing the quantity of followers, views v quality endorsements and internal organisational structure, managing the reputation.

•

Sharing - common interests

In order to build a clear overview of social media functionality the following graphic illustrates Kietzman’s [2012] seven constructs of identity, presence, relationships, conversations, groups, reputations and sharing. This model is particularly effective as it can be used by marketers across all channels and stages of digital planning [prior and ongoing] using the honeycomb blocks in various formations to suit the needs of social media channels and functionality.

27

INTEGRATED MARKETING COMMUNICATIONS EXPLORED PART FOUR – (1,250 words) 1134 4.1 Action, implementation and Control The final part of the report outlines the action, implementation and control of Gloverall’s future objectives and strategies. Using a combination of the SOSTAC model [Smith 2011] and Okonkwo’s luxury fashion business model [Okonkwo 2007], Gloverall’s final Strategic Business Model is illustrated in Figure18 and brings together the levels discussed in Parts One to Four of the report.

GLOVERALL’S STRATEGIC BUSINESS MODEL Level 1: Current situation

Level 2: Strategic challenge

Level 3: Formulate and analyse the strategy alternatives

Level 4: Implementation plan

Level 5: Performance and measurement indicators

Figure 18: Gloverall’s Strategic Business Model aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 276] 28

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Level Four of the plan features the implementation and assessment of the internal resources and competences for a successful digital strategy, which include: •

Investment and Budget

•

Risk assessment/resourcing

•

Execution timeframe

•

Potential success or failure/ success factors for managing change

•

Measure and Report/measurement and testing

IMPLEMENTATION PLAN Risk

Cost

Time

Total

Proposal Strategy

X

XXX

X

XXXXX

Existing Strategy

XX

X

XXXX

XXXXXXX

Implementation criteria

Figure 16: Gloverall’s implementation plan aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 274]

4.1.1 Cost: Investment and Budget Whilst the Gloverall business is managed primarily in the UK, financial support comes from its parent company in Shanghai. With advertising and commercial costs reduced significantly over the last five years [See Appendix I/II] Gloverall reflects the accounting approach to the marketing mix with raised prices, reduced costs and investment cuts [Doyle 2003, p.287].

In terms of establishing a return on investment [ROI], Smith & Zook cite Ambler’s measurement mechanisms [2006 cited by Smith & Zook 2011] to illustrate how in combination they provide a business with a definitive financial return. The proposed strategy for Gloverall would use a number of performance and measurement indicators

29

INTEGRATED MARKETING COMMUNICATIONS EXPLORED [4.1.5], thus providing a combination of return on marketing investment [ROMI] and a return on marketing expenditure [ROME].

4.1.2 Risk Assessment Referencing the implementation plan the proposed strategy is based on stewarding the brand internally [Neumeier 2006] with key appointments to address Gloverall’s strategic challenges, and align business roles in order to achieve a holistic IMC outcome:

Content/Marketing manager [Av. salary £34,429 per year] • Market awareness and lead generation[SEM/SEO] •

Social media and events

•

Plan and develop web site content

•

Analytics and engagement metrics

•

Compliance [legal and data]

Ass. Brand Manager [Av. salary £32,116 per year] • Raise brand awareness •

Develop and implement strategies to increase sales

•

Build partners and alliances

•

Analyse data

•

Follow market trends and present creative ideas

Product development and manufacture [existing post] •

Increase existing sales and expand product area using existing manufacturing and sourcing frameworks.

Investment in these roles would balance out the ROI over the long term as they would lower the risk and manage the product/brand more efficiently in the future.

4.1.3 Execution timeframe The proposed strategy of dynamic content across integrated channels of communication would generate customer engagement within a shorter time period and generate customer loyalty over a longer period. The existing strategy, although needing less

30

INTEGRATED MARKETING COMMUNICATIONS EXPLORED investment carries a greater risk; using external agencies with no guarantee of customer acquisition or increased sales, and weakly managed channels of communication.

4.1.4 Potential success or failure In relation to Okonkwo’s implementation plan, the 7S framework [Okonkwo 2007, p. 275] is a useful metric for a luxury brand such as Gloverall; it implements factors for managing change and reviews capabilities relating to e-business which could potentially lead to success. Developed by McKinsey and the Boston Consulting Group in the 70’s there are several adapted versions by other academics but the principles remain and are based on shared values:

THE 7S FRAMEWORK Strategy • Annual planning approach • Managing budgets and ROI Structure • Integration of staffing across teams • Insourcing V outsourcing Systems • Processes, planning, sharing • Digital effectiveness Skills • Distinct skills • Specific approaches Staff • insourcing V outsourcing • recruitment and retention • development and training Style • e-commerce strategy • cultural style and influence

Strategy

Systems

Structure

Shared Values

Skills

Style

Staff

Figure 17: Gloverall’s 7S Framework [amended from Okonkwo 2007, p. 275]

4.1.5 Performance measurement indicators Many of the SOSTAC’s plan, SMARRT objectives and KPI’s outlined in Part Two would be subject to further rigorous testing and measurement to achieve Gloverall’s key strategic objectives. The key performance, testing and measurement indicators relevant to Gloverall’s strategy would include Okonkwo’s Level Five model [Okonkwo 2007, p.

275], which uses the Balanced Scorecard, 7-S Framework [4.2.4] and Brand Asset

31

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Evaluator. And in addition, the DAGMAR model [Pelsmaker 2011 p.156] and the RFM model.

PERFORMANCE MEASUREMENT INDICATORS Performance measures

Balanced scorecard

DAGMAR

7-S framework

Recency Frequency Monetary

Brand asset evaluator

Figure 17: Gloverall’s implementation plan aligned to the luxury fashion business model [amended from Okonkwo 2007, p. 275]

The balanced scorecard by Kaplan and Norton [1993 cited by Chaffey 2011 p. 274] is a performance metric tool and is particularly useful for Gloverall as a B2C e-business as it focuses on the internal structure. This method of measuring internal performance can be used to evaluate and reflect Gloverall’s organisational approach using four perspectives: •

Customer perspective – acquisition, retention and satisfaction.

•

Internal perspective – processes, R&D, procurement, lead times.

•

Financial perspective – online channel, revenue, margin and cost.

•

Innovation and growth – sales, employee and shareholder value over time.

Alternatively, the Dagmar model [Pelsmaker 2011 p.156] can be used to define communications goals and manage advertising results; this would be particularly effective in relation to Gloverall’s product expansion and monitoring sales, frequency and repeat business. It also has a number of goals and objectives that can be customised to suit the challenges highlighted in the SOSTAC plan outline [See Figure 11].

To measure customer engagement, including acquisition and retention [life time value LTV] web analytics and software data can be used to analyse and track customer satisfaction, loyalty and profitability using the RFM model [response scoring model]: •

Recency of purchase

•

Frequency of purchase

32

INTEGRATED MARKETING COMMUNICATIONS EXPLORED •

Average amount spent on purchase

In terms of brand equity and consumer experience, Y&R’s Brand Asset Valuator [BAV] is a quantitative model used to assess brand equity and customer experience [Y&R 2017].

Using database analysis and unique web analytics the BAV model measures the following factors: •

Differentiation - measures the degree to which a brand is seen as different from others.

•

Relevance - measures the breadth of a brand’s appeal.

•

Esteem - measures how well the brand is regarded and respected.

•

Knowledge - measures how familiar and intimate consumers are with the brand

The RFM and BAV models could also be used to identify Gloverall’s most loyal customers.

4.2 Conclusion If Gloverall can integrate digital marketing communications there will be a number of potential benefits suggested by Linton and Morley [1995 cited by Yeshin 2003, p.407] including creative integrity, consistency, greater precision and cost savings, to name but a few.

The element of consistency is as important as any, and developing and implementing an integrated marketing strategy will a degree of centralisation as suggested by Grein and Gould [1996 cited by Yeshin 2003, p.412] will be key. Whether Gloverall focus on an internal team structure or a combination of internal and a single agency/media specialist, they will need to deliver a cohesive message as Yeshin [2003, p.409] said, “ensuring all the contributors work to the same set of objectives and deliver a cohesive message to the consumer”.

Gloverall’s success will be derived from adopting a strategic IDMC plan such as the Strategic Business Model [See figure 18] to improve a holistic approach across channels of communication. and make the brand more impactful for the future.

33

INTEGRATED MARKETING COMMUNICATIONS EXPLORED PART FIVE 5.1 Appendices Appendix I – Key Financials

34

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Appendix II – Competition income statement

HQ location and county J. Barbour & Sons Ltd. Clothing manufacturer

Company Activity 204

Sales £m 28

Profit £m‡

82

1007

Staff

Dec 2015

April 2016

Year end

COMPETITION INCOME STATEMENT South Shields Tyne and Wear UK 1870

5.4

April 2016

7.8

25

Dec 2016

Belstaff International Ltd. Clothing manufacturer

62

Dec 2015

London UK 1979

4.25

7

As above

8.6

4.5

Current Assets 1.3

As above

Driza-bone Clothing manufacturer

Gloverall PLC. Clothing manufacturer

Current Assets 1.3

As above

Victoria Australia 1898 Northamptonshire Shanghai Parent Company UK 1951

Montgomery Duffle Ltd. Clothing manufacturer

As above

Company income statement N/A

Leicestershire UK 2003

Duffle Coats UK [subsidiary of Montgomery Duffle]

2016

Leicestershire UK 2003

Not known

London Tradition PLC.

0.878

London 2002

Exempt under the small companies act

‡ Profits = operating profits

35

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Appendix III – YouTube transcript

The British are iconic, always have been It comes down to heritage It’s in their blood It’s a badge worn with pride It’s all about quiet dignity Never spoken always seen Understated yet celebrated Women with no time for hype Men that have no truck with trends People who know their own minds And tread their own paths Individuals, independent, self-assured, self-confident With discerning taste and an eye for the classics They admire craftsmanship in all its forms Never overwhelming, and never overwhelmed Their brand unites them, understands They have a shared history, a mutual respect Like them their brand is British, understated, dignified and defiant The pioneer of classic British style The home of the original British duffle The Gloverall of England

You Tube., 2017. Gloverall: Iconic British Design. You Tube [online] 9th Nov. 2015.

Available from: https://youtu.be/0CW0ZaEy8TQ. [Accessed 26th July 2017].

36

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Appendix IV

Example of image content on Gloverall web site [pre-Sept 2017]

Example of image content on Gloverall web site [post-Sept 2017]

37

INTEGRATED MARKETING COMMUNICATIONS EXPLORED Appendix V – Social media real time tracking

Number of followers

Social Media Status and input September 2017.

468 total

5,109

Gloverall Instagram

20

30

Gloverall Facebook

1,881 total

247k

Barbour Instagram

30

415k

Barbour Facebook

2,078 total

144k

Belstaff Instagram

30

251k

Belstaff Facebook

SOCIAL MEDIA REAL-TIME TRACKING

Numbers of posts

0

353

0

5,500

0

1.1k

0

17.8k

0 some replies may have been filtered out

8

42

-

AB A, B, C1 95% M / 5% F

7

170

-

AB A, B, C1

Number of re-posts

Highest number who participate in sessions/posts

0

AB A, B, C1 50% M / 50% F

-

AB A, B, C1

Number who made complaints/dissatisfied

AB A, B, C1 80% M / 20% F

3 some replies may have been filtered out

Frequency of visits

Type of people who visit the site

AB A, B, C1

38

INTEGRATED MARKETING COMMUNICATIONS EXPLORED 5.2 GLOSSARY Term

Definition

AMA

American Marketing Association

BAV

Brand Asset Valuator

B2B

Business to business

B2C

Business to consumer

BSC

Balanced scorecard

CRM

Customer relationship management

CSAT

Customer satisfaction

DAGMAR

Defining advertising goals for measured advertising results

HHI

House hold income

ISC

Warner’s index of status characteristics

IMC

Integrated marketing communications

IDMC

integrated digital marketing communications

LTV

Life time investment

OECD

Organisation for Economic and Co-operation Development

ONS

UK Office for National Statistics

OVP

Online value proposition

PR

Public relations

RACE

Reach, act, convert, engage.

RFM

Recency, frequency, monetary value. A response scoring model

ROI

Return on investment

ROME

Return on marketing expenditure

ROMI

Return on marketing investment

RT/RP

Re-tweet/Re-post

39

INTEGRATED MARKETING COMMUNICATIONS EXPLORED SEM

Search engine marketing

SEO

Search engine optimisation

SME

Small to medium size enterprise

SOM

Share of the market

SOV

Share of voice

SOSTAC

Situation, objectives, strategy, tactics, action and control

SRC

Self-reference criterion

STP

Segmentation, market targeting, differentiation, and positioning

TGI

Target group index, a marketing and media survey est. 1969

WOM

Word of mouth

40

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